Ongoing Work of theJoint Venture on

Managing for DevelopmentResults (JV MfDR)

Stefan Schmitz, Senior Policy AdvisorAid Effectiveness

OECD Development Co-operation Directorate

21 March 2008

4 Joint Ventures (JV) under theDAC Working Party on Aid Effectiveness

• JV Monitoring the Paris Declaration

• JV Public Financial Management

• JV Procurement

• JV Managing for Development Results

The Results Pyramid

MUTUAL MUTUAL ACCOUNTABILITYACCOUNTABILITY

Partners set the agenda

OWNERSHIOWNERSHIPP

Aligning with partners’ agenda

Relying on partners’ systems

ALIGNMENALIGNMENTT

Common arrangements

Simplifying procedures

Sharing information

HARMONISATIHARMONISATIONON

MANAGING FOR RESULTS

MANAGING FOR RESULTS

Managing for Resultsin the Paris Declaration

43. Managing for results means managing and implementing aid in a way that focuses on the desired results and uses information to improve decision making

44. Partner countries commit to• …• Endeavour to establish results-oriented reporting and assessment frameworks

that monitor progress against key dimensions of the national and sector development strategies; … (Indicator 11)

45. Donors commit to:• Link country programming and resources to results and align them with effective

partner country performance assessment frameworks, …• Work with partner countries to rely, as far as possible, on partner countries’

results-oriented reporting and monitoring frameworks.• Harmonize their monitoring and reporting requirements, and, until they can rely

more extensively on partner countries’ statistical, monitoring and evaluation systems, …

46. Partner countries and donors jointly commit to:• Work together in a participatory approach to strengthen country capacities and

demand for results based management

Paris Declaration Indicator 11

MANAGING FOR RESULTS TARGET FOR 2010

11 Results-oriented frameworks – Number of countries with transparent and monitorable performance assessment frameworks to assess progress against (a) the national development strategies and (b) sector programmes.

Reduce the gap by one-third – Reduce the proportion of countries without transparent and monitorable performance assessment frameworks by one-third

MfDR Definition

Managing for Development Results (MfDR):

• Management strategy that involves evidence-based decision making in the pursuit of human development.

• MfDR uses sound information for policy making and involves practical tools (that altogether constitute the core elements of any “MfDR cycle”).

MfDR Cycle

PL

AN

NIN

G &

DE

CIS

ION

M.FEEDBACK

MO

NIT

OR

ING

& E

VA

LU

AT

ION

Goals

National Development Plan

Impacts

Outcome

Resource Plans(Budget Link) Resource Uses

Sector Plans Output(Products, Services)

Service Provision

MfDR Roundtable Hanoi 2007

• Leadership and Accountability

• Monitoring and Evaluation

• Mutual Accountability and Partnerships

• Planning and Budgeting

• Statistics

Post Hanoi:The agreed role of the JV MfDR

• Help partner countries and donors to address MfDR and Mutual Accountability

• Identify emerging good practice

• Develop guidelines

• Act as a prime advocate for MfDR

JV MfDR Work Program 07-08

A Conceptual and Technical Guidance on MfDR

A1 Conceptual Guidance on MfDR

A2 MfDR Country Capacity Assessment

B Promoting Accountability for Results

B1 Mutual Accountability at International Level

B2 Mutual Accountability at Country Level

C Improving Agency Effectiveness for Results

C1 Assessment of Agency Effectiveness

C2 Procedures and Incentives in Donor Agencies

D Mutual Learning and Communication for Results

D1 Community of Practice Asia-Pacific

D2 Community of Practice Africa

D3 Community of Practice Latin America

D4 JV MfDR Communication & Cooperation Tool

D5 Third Edition of a Sourcebook on MfDR

MfDR Country Capacity Assessment:The Message

• See MfDR as a country system

• Donors and partner countries are jointly committed to strengthen MfDR capacities

• Country based M&E and statistical capacities are crucial basics.

• Reliable performance frameworks enable greater accountability and allow donors to refrain from imposing their own M&E and reporting requirements (alignment).

MfDR Country Capacity Assessment:The Tool

• Harmonized tool kit

• Capacity assessment in the fields of Leadership, Accountability, Planning & Budgeting, M&E, Statistics

• Pilot testing in Namibia, Malawi, Afghanistan and Moldova

• To be launched at the Accra HLF

Procedures and Incentives inDonor Agencies: The Message

• Stronger ‘performance culture’ is a challenge not only for partner countries, but also for donor agencies.

• Management and staff behaviour important to increase aid effectiveness.

• Procedures and incentives to be targeted at behaviour; replace short-term benefits with long-term return of investments.

Procedures and Incentives inDonor Agencies: The Product

• Good practice guidelines for appropriate procedures and incentives;

• including a self-assessment tool to assist donors agencies.

• To be tested with local aid-coordination groups.

• To be presented at the Accra HLF.

Regional MfDR Communities of Practice

• Operating in Asia-Pacific

• Starting phase in Africa

• To be launched in Latin America

• Asian-Pacific CoP: Very strong focus on Monitoring & Evaluation

JV MfDR involved in the Accra HLF

• Organizer of Roundtable 4 “Managing for Development Results”

• Contributor to Roundtable 5 “Mutual Accountability”

• Contributor to HLF Input and Output Documents

Thank You!

www.oecd.org/dac/effectiveness/results

stefan.schmitz@oecd.org